[intro]In the latest version we’ve added a more lucid description of workscapes, streamlined the social learning chapter, updated some cheat sheets, and included a glossary. This is the first edition of the Fieldbook to incorporate QR codes; thanks to Paul for making it happen.[/intro]
The Fieldbook’s authors are Charles Jennings, Harold Jarche, Clark Quinn, Jane Hart & Jay Cross
[intro]Working smarter is the key to sustainability and continuous improvement. Knowledge work and learning to work smarter are becoming indistinguishable. The accelerating rate of change in business forces everyone in every organization to make a choice: learn while you work or become obsolete.
The infrastructure for working smarter is called a workscape. It’s not a separate function so much as another way of looking at how we organize work. [/one_third_first]
[intro]It’s the platform where learning and work transpire. It’s an organization’s learning ecosystem. Workscaping helps people grow so that their organizations may prosper. Workscapes are pervasive. They are certainly not lodged in a training department. In fact, they may make the training department obsolete.
Old-style training enraged many managers because it was separate from work. Why isn’t Sally at work today? Because she’s in training.
[intro]It needn’t be this way, particularly since knowledge work and learning are nearly indistinguishable. A major part of modern instructional design is actually workscape design.[/intro]
Workscape designers, like landscape designers, start with the existing environment. They assess what’s given, imagine a more harmonious arrangement, and prescribe additions and adjustments to accomplish it.